Using data envelopment analysis to measure hotel managerial efficiency change in Taiwan

Regional Environmental Quality and Cost Efficiency of International Tourist Hotels in Taiwan

“…4, No. 3;2014 the total area of rooms, food and beverage sector's total floor area, and operating expenses as input items, and room revenue, food revenue, and other revenue as output items, Hwang and Chang (2003) used DEA to measure the operating efficiency of 45 hotels in Taiwan in 1998, and applied Malmquist production variables in order to investigate the change in efficiency during the period between 1994-1998. The research findings suggest that the average efficiency in 1998 was 79.16%.…”

An Analysis of the Operational and Management Efficiency of Five-Star Hotels in Taiwan

“…According to the type of ownership (management), international hotels are categorized into those under independent management and the ones under (international and local) chain management. The latter include three types: franchise chain, management contract chain, and conferral chain (Hwang & Chang, 2003). Currently, the chain-affiliated international hotels in Taiwan include Sheraton Grande Taipei Hotel operated under Sheraton Group; Hotel Royal Taipei and Hotel National Taichung under the Nikko management system; Grand Hyatt Taipei under Hyatt Hotels Corporation; Shangri-La's Far Eastern Plaza Hotel under Shangri-La Group; Landis Hotels & Resorts and the Sherwood Taipei both being members of the Leading Hotels of the World reservation system, with the Taipei Sherwood being also part of Preferred Hotel Group; the Westin Taipei a member of Westin Hotels and Resorts; Imperial Hotel Taipei part of the Prince Hotel Chain; and the Lalu Hotel an affiliate to General Hotel Management Group (GHM).…”

“…The Taiwan Assessment and Evaluation Association has been delegated to conduct the rating. So far, most related literature has been focused on the levels and differences of operational efficiency of chain hotels and independent hotels (Hwang & Chang, 2003;Wang, Hung, & Shang, 2006;Chiang, Tsai, & Wang, 2004). Nevertheless, what hotels are facing is a highly competitive market, especially five-star hotels that are dedicated to serving customers of higher socio-economic demographics.…”

“…4;2014 of rooms, the floor area of the food and beverage department, and operating expenses are applied as the input items and the room revenue and the food and beverage revenue as the output items to assess the operational efficiency in the first stage. In the second stage, the output items in the first stage are defined as the input items (room revenue and food and beverage revenue) while the average output value per employee and the occupancy rate are regarded the output items to measure management efficiency (Hwang & Chang, 2003;Chen, Lu, & Chung, 2010;Sun & Lu, 2005), as shown in Figure 1.…”

Efficiency and Productivity of Italian Tourist Destinations: A Quantitative Estimation Based on Data Envelopment Analysis and the Malmquist Method

“…Hwang and Chang (2003), using data envelopment analysis and the Malmquist productivity index, measured the managerial performance of 45 hotels in 1998 and the efficiency change of 45 hotels from 1994 to 1998. They found there was a significant difference in efficiency change due to a difference in sources of customers and management styles.…”